Belgravium
'We've been designing things for years yet never thought of ourselves as a design company. This fundamental shift in thinking gave us a fresh platform from which to go out into the market and talk about not just our products but the tailored solutions we can provide.'
Jon Hall, Belgravium Group Operations Director
Read the Belgravium case study
Challs International
As a small manufacturer of domestic cleaning products, Challs was having trouble getting the attention of supermarket buyers. A design overhaul of branding and strategy had impressive results. Virtually all UK supermarket chains now stock Challs’ repackaged and rebranded products and, after they launched, sales went up by 35 per cent.
Harrison Fisher
Sheffield knife maker Harrison Fisher found it increasingly hard to compete on price against rivals from the Far East, so changed tack to become design-led. The switch in strategy has been signalled by a newly developed consumer brand and product ranges that have won new business at home and abroad.
Naylor Industries
A Yorkshire clay pipe maker made the most of a side-line in garden ceramics to generate £6m annual sales.
Caverswall
Improving brand, marketing and presentation, and refining business objectives, has taken a ceramics business from the brink of closure to profitability.
Knightsbridge Furniture
Knightsbridge's products were taking too long to get to market and its brand was confused, so it used design to sharpen up processes and communication.
Baldwin & Francis
Discovering the strategic power of branding helped B&F, a traditional manufacturer known for high quality products, better convey its value.
Brandon Medical
Though technically advanced, Brandon Medical needed better design management skills and procedures to maximise its position in the marketplace.
Reva Industries
Reva Industries wanted to grow its business beyond supplying unbranded, 'white label' bathroom products to established outlets.
Flexiform
A re-branding of the business has helped strengthen its presence in a highly competitive international marketplace
Gripple
Gripple needed to better harness in-house talent to develop the new, ground-breaking products needed to achieve its goal of trebling turnover by 2013.
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